Since the 1990s a growing body of literature has emerged within the field of organizational complexity research (see an overview in Johannessen & Kuhn, 2012, Volume I-IV). When researchers in the 1990s were to describe organizational dynamics in the emerging age of globalization and rapid change, organizations were being referred to as operating on the ‘edge of chaos’ (Pascale, Millemann & Gioja, 2000). Since the turn of the millennium, however, advanced social theory has been brought into contact with complexity research to form a new understanding of dynamic organizing as complex responsive processes and practice (Stacey, 2010).